High convergence level of strategic alignment between business and information technology helps companies enhance operational excellence. This research aims to identify strategic alignment maturity criteria level and their impacts on operational excellence in Jordanian industrial companies. The population of the study consists of all managers at top and middle management and a purposive sample is used to answer questionnaire items. In this survey, 288 valid responses are collected for analysis using SPSS (20) and smart PLS "V. 3". The study reveals that there is a significantly positive impact of strategic alignment maturity criteria (communication, competency-value Measurement, governance, partnership, scope & architecture and skills) on operational excellence. The most maturity criteria have a mid-level of maturity except scope & architecture and competency-value measurement criteria which maintain a low level. Thus, the study concluded that the researched companies have to recognize the business value of information technology (IT) investment and harmonizing IT architecture with business structure.

This paper focuses on the impact of strategic leadership on operational strategy and organizational performance of the automobile industry in Malaysia with a particular focus on Proton (Perusahaan Otomobil Malaysia). Since the mid-1980s a growing body of research on leadership has focused on strategic leadership, in contrast to managerial and visionary leadership. It has focused on how lead-ers make decisions in the short term that guarantees long-term viability of the organization. Senior leaders also have the ability to align human resources in an effective way directly to the business strategy. This article focuses on how national car manufacturer, Proton, exercises strategic leadership to influence its operational strategy and performance. It examines both dependent and inde-pendent variables that influence on strategic leadership with implications for future research.

Supply chain management (SCM) is becoming critical as firms recognize that competition is
shifting from company versus company to supply chain versus supply chain. In the present
competitive scenario, the fierce competition has driven most companies to seek for means of
enhancing performance beyond their four wall boundaries. The firm’s ability in collaborating
with its upstream and downstream partners determines its success in attaining better
performance with supply chain collaboration; a firm is able to serve fragmented markets in
which end customers require more product varieties and availability with shorter product life
cycle and, at the same time, lower supply chain costs. This paper introduces the framework of
continuous supply chain collaboration (CSCC), which extends the traditional frame of reference
in strategic sourcing from a supplier centric to a supply-chain-scope as continuous
improvement efforts to enhance the customer satisfaction. CSCC practices are rather
exceptional, yet CSCC is believed to be the single most comprehensive framework for attaining
operational excellence.